Professional Documents
Culture Documents
Chapter 4 Construction Scheduling
Chapter 4 Construction Scheduling
CHAPTER 4
CONSTRUCTION SCHEDULING
Assoc. Prof. NGUYEN Trong Tu
Email: nguyentrongtu@tlu.edu.vn
Tel: 0945055455
A Starting Point for Success
The customer (or client) expects that work is
them.
1. Better utilization of the available time
2. An opportunity to increase or maximize profits
3. Better ability to control and project cash flow
4. An atmosphere of organization
5. An opportunity to better manage resources
6. The ability to forecast workloads
7. The ability to better estimate future profit
margins
8. The respect of your colleagues and clients (they
will marvel at you organization skills)
9. Reduced stress (personal)
10. Better ability to communicate efficiently
11. Reduced lead-time problems
12. Better accounting
13. Less risk of the assessment of unanticipated
damages for lack of performance
Establish the overall project goals
Divide the overall project in to identifiable
projects
Reduce the projects to manageable short term
tasks
Communicate with the team
Empower yourself and the team to complete the
tasks and goals
Approach each problem objectively and
creatively
Act instead of React to problems and issues
Be prepared to adjust the scheduling for
unforeseen issues
Keep your eye on the prize
Establish your goals and the orderly
accomplishment
Communicate, communicate,
communicate!
is no question of responsibility
If you can not visualize how a project may be
reached.
Making assumptions based on known
fact and/or the Best Information
Available
Planning is based on an objective
evaluation of all of the potential
alternatives
Develop a Plan using the Alternatives having
the greatest promise of success
considering:
1. Availability of Labor, Materials, and
Equipment
2. Time allowed, existing site conditions,
weather history
3. Client
4. Potential for Failure
1. Consume time
2. Consume Resources
3. Have a defined Duration
4. May be assigned
5. May be measured
1. Clearing and Site Preparation
2. Grading
3. Drive Piles
4. Construct Abutments
5. Place Pier Caps
6. Place Stringers
7. Install Decking
1. Measure and evaluate repair needed
2. Select paint and paint colors
3. Move furniture
4. Clean, scrap and prepare wall surfaces
5. Mask and tape the room to be painted
6. Apply first coat
7. Allow appropriate drying time
8. Apply second coat
1. Allow drying time
2. Touch-up
3. Clean brushes and rollers
4. Remove masking and tape
5. Clean working debris
6. Move furniture into room
1. Survey
2. Permits
3. Clearing, grading
4. Excavate Foundations
5. Construct foundations
6. Rough-in Utilities
7. Stem wall and pier construction
8. Floors and floor slabs
9. Framing
10. Roofing/Sheathing
11. Wiring
12. HVAC
13. Plumbing
14. Insulation
15. Drywall
16. Cabinets/casework
17. Windows/doors
18. Exterior veneer (siding/masonry)
19. Painting
20. Fixtures/Appliances
21. Floor Coverings
22. Concrete Flatwork
23. Finish Grading
24. Landscaping
Identify the project tasks according to
duration or time required from start to finish
Schedules are most appropriately established
using the same unit of time
Hours
Working Days
Weeks
Bar charts do not necessarily show the
details of project sequencing or critical
activities. Bar charts can show the planned
duration of a project in relationship to the
actual duration of a project to easily
determine if a project is progressing normally
or is behind.
Essential planning or critical work
The inter-relationships of activities,
particularly critical activities
Focuses on critical tasks that control the
project’s duration
Shows when additional resources are needed
Provide feedback for planning of future
projects
Activity logic diagramming of CPM scheduling
sets forth an evaluation of the project
activities and their relationship to others.
It determines when the activity can be
started and which projects must be
completed prior to it being started.
Predecessor Activities
Identifies those activities that may occur at
the same time or concurrent activities
Identifies those activities that may not be
started until the given activity is completed or
successor activities
Identifies those activities that may not be
started until the given activity is completed or
successor activities
Defines the longest duration or the minimum
project time that will be required to complete
the project
Critical path may not be reduced without
reducing the duration required for a critical
path task
Once the project activities are organized in a
logical order, the planner determines the
earliest date that an activity may be started and
the latest time that it can be in progress.
Coupling the earliest date that a project task
may be started with its duration determines the
earliest date that it can be finished or the
“Forward Pass” for the task.
The late start coupled with the late finish
project represents the latest schedule for the
activity and yet stay within the critical path for
the activity.
The coordination of the latest finish time of the
last project backward through the logical
activity constitutes a Backward Pass to
determine the latest than any activity may be
started in order to complete the project on
time.
The critical path through a schedule network
is the longest duration path through the
project network. It assumes that the early
start and late start for the activity are the
same and that the early finish and the late
finish for the activity are the same.
Activity on Arrow - AOA
Activity on Node - AON
ES A EF C D F H
LS 2 LF 6 3 8 9
E G
5 6
Early Start
ESn = Max (EF)n-1
Early Finish
EFn = ESn + Dn
Late Finish
LFn = Min (LF)n+1 –Dn+1
Late Start
LSn = LFn - Dn
Total Fload
TFn = LSn – ESn